the authoritative source of truth...the authoritative source of truth enterprise systems-of-systems...

The Authoritative Source of TruthEnterprise Systems-of-Systems Model for Digital Thread Enabled Acquisition

Tom McDermott, Paul Collopy, Chris Paredis, Molly Nadolski

NDIA Systems Engineering ConferenceOctober 23, 2018www.sercuarc.org

2

Agenda

• Introduction

• Methodology: Multi-level Sociotechnical Modeling & Enterprise Systems Analysis

• Context Background: DE Transformation; Authoritative Source of Truth

• Systemigram

• Outcomes & Next Steps

SERC Project RT-182

Digital Thread Enabled

Acquisition

3

SERC Project RT-182 Digital Thread Enabled Acquisition

This research was conducted to evaluate the impacts of DE on current DoD acquisition enterprise processes. The following questions guided the research:

• What changes are likely to emerge from the transition to DE processes, methods, and tools?

• What are the enablers and barriers to such innovation in the DoD acquisition enterprise?

• What stakeholders will be affected and how will they likely embrace or oppose change?

• How might stakeholders be incentivized to embrace innovation and how will this be measured?

• What are the leading and long-term indicators of change?

• How might the value of such changes be predicted and measured?

4

Specific Questions of Interest

• How will DE help the acquisition enterprise respond to the realm of the possible with warfighter needs?

• What are the opportunities that can be gained from deeper information in the authoritative source of truth?

• How will DE make the acquisition process more efficient and reduce rework?

• Can DE make it easier to ingest new processes and incorporate acquisition expertise into acquisition tools?

• How do DE documented architecture principles add value to development and acquisition processes?

• How will DE environments capture and maintain lessons learned within and across programs?

• How can DE improve the performance of the acquisition workforce, at every skill level?

5

Agenda

• Introduction



• Systemigram


SERC Project RT-182


Acquisition

6

Enterprise SoS Process

Graphic: W. Rouse & M. Pennock, Complex Enterprise Systems,

5th Annual SERC Sponsor Research Review February 25, 2014

Descriptive

Models

Graphic: smumn.edu/facpages/~dbucknam/rat_cartoon.jpg

7

Full Process & Project Scope

1. Context Analysis

2. Central Questions of Interest

3. Identify System Structure & Phenomena

― Background Research

― Interviews

4. Visualize Relationships

― Systemigram Narratives & Diagrams

5. Identify Areas of Exploration

― Innovation System Analysis

― Key stakeholders

― Critical enablers & barriers to change

6. Identify Data Sets to Parameterize

― What are the measurement areas that will drive change?

― What measures are collected versus what should be collected

2. Agree on Central Questions of Interest

3. Identify System Structure & Phenomena

4. Visualize Relationships

5. Identify Areas of Exploration

6. Identify Data Sets to Parameterize

7. Identify Relevant Computational

Models

Agree on Context & Boundaries

Conceptualize Models and abstractions

Develop Narratives &

Diagrams

Develop Data Models

Integrate Computational

Models

Test/ Verify

Rouse, W.B, Modeling and Visualization of Complex Systems and Enterprises, Wiley, 2015.

Loper M., Ed., Modeling and Simulation in the Systems Engineering Lifecycle, Springer, 2015.

1. View the System as a Multi-Layer

Enterprise

Framework: Facilitation: Model Design:

8

1. The problem

situation:

unstructured

7. Action to

improve the

problem

situation

6. Feasible,

desirable

changes

2. The problem

situation:

expressed

5. Dramatization

and Dialogue

3. Structured

text

4a. Formal

system

concept

4. Systemigram(s)

Design

4b. Other

systems

thinking

Real world

Systems thinking

Stakeholder

Interviews

Design Workshop,

Actors &

Enablers

Stakeholder

Reconciliation,

Measures of

Change

Central

Questions of

Interest

Innovation

System

Development

A qualitative stakeholder-driven process to produce quantitative goals

In Practice: Enterprise Systemigrams

9

Stakeholder Interviews & Research

• 15 Project Visits Completed, 25 People Interviewed

―DASD/SE

―Aerospace Corp

―JHU APL

―SAF/AQ

―Army PM-Aviation

―Army Future Vertical Lift Program Office

―Ground-Based Strategic Deterrent Program Office

―SPAWAR San Diego

―TARDEC

―J8 JCIDS office

―DOT&E

―NASA-Langley

―NASA-Marshall

―JPL

• Also:

―~50 documents reviewed

―6 facilitated meetings with DASD/SE team

10

Agenda

• Introduction



• Systemigram


SERC Project RT-182


Acquisition

11

Context Analysis (Selected Phrases)

Enabling Environment Key Actors & Resources Interactions/Activities Outcomes/Outputs

Do

mai

n

• Operational Context –

increasing complexity

• DoD DE Strategy

• Manufacturing 4.0 drivers

• Global innovation in DE

• Curate models across domains, fidelity,

phases and the lifecycle

• Goal 1: Formalize the development,

integration and use of models to

inform enterprise and program

decision making

• Map the realm of the possible with

warfighter needs

Inst

itu

tio

ns • Develop, mature, and

use IT infrastructures

• Define and govern

authoritative source of

truth

• INCOSE and other

professional organizations

• Digital program documents

• Enterprise owns the ontology and data

layer for analytical approaches

• Libraries of reusable models

• Pay once for data, reuse everywhere

• Goal 2: Provide an enduring

authoritative source of truth (AST)

• Goal 4: Establish a supporting

infrastructure and environment

Pro

cess

es

• Lexicon, taxonomies,

ontologies

• Paperless system and

technical information

• Communities: Standards,

guides

• Communicators/

matchmakers

• Model governance/version

control mgmt.

• Better informed Decision

makers

• Digital twin that injects data back into

the models

• System data accessible from a single

portal

• Eliminate human process of finding and

using data

• Everything needed is on desktop, what’s

been done before is there to reuse

• Goal 3: Incorporate technical

innovations to improve the

engineering practice

• opportunities that can be gained from

deeper information in the AST

• make the process more efficient and

reduce rework

• capture and maintain lessons learned

Pe

op

le

• Comfort with

technology

• Usability of DE

methods & tools

• Organizational and

cultural resistance

• Learning systems that

adapt to individual

abilities

• Leadership & messaging

• Older vs younger workforce

• Human capital - skills

• A-Teams & B/C-Teams -

performance

• Enhance collaboration

• Humans can focus on creative work and

machines can take care of mundane

tasks

• Understand incremental value of all

trades, done dynamically

• Goal 5: Transform Culture and

Workforce

• easier to ingest new processes and

incorporate acquisition expertise into

the tools

• make the B-team and C-team players

perform more at the A-Team level

12

Agenda

• Introduction



• Systemigram


SERC Project RT-182


Acquisition

13

DE Transformation Systemigrams

Digital Models

Contractor

Owned

Government

Owned

Program Office Staff

Developers

Procurement

Program Managers

System

Complexity

Configuration

Management

Design

Escapes/

Defects

IT Savvy Workforce

More flexible

More distributed

System

Engineering

Standards

Actors

Domain

Structure

Processes/

Resources

Legend

System

Characteristics

Connectedness

Safety

Reliability

Security

Size

Weapon System

Acquisition

Sustainment

Production

Development

Concept

drives

Increasing

Is too great to be

understood by

individual

Authoritative Source of Truth

DoD Policy Domain Specific

Federated Data Set

Weapon

Systems

Other

Programs

Constituent

Systems

Which are

dependent

on

provide

Government

Program/

Enterprises

To provide

Systems-of-

Systems

Analysis

Needs

access

to

Authoritative

Source of Truth

Central Data

Repository

Model Libraries

Common Data

Baselines

(like FMECA)

Trust

Interoperability

Tech Data

Procurement

Test

Data

Enables

AI-enabled Big

Data Tools

Central Data Storage

Cloud Server

Single Portal

Computing

System

Extracted

from

Ontology &

Data Standards

Data & Model

Evolution

Data & Model

Availability

Instantly

on the

Scale and

Complexity

Version

Control

Endurance

Warfighter

Realm of

the Possible

Innovation

Agility

Competition

Finding &

Using Data

By better

managing

To Eliminate/

Reduce/

Control

Govern

Use

Define

Provide

Everything is

on the

Desktop when

Needed

Knowledge

Translation

Create

Buy-in

System

Updates

Is a feature

of today’s

To set

Which

governs

Needing a

Driving

strategy

from the

Leads to

inability to

sustain

Is a good

starting

place for

Has existing

Who

produce

Resides in

Makes

up the

Working for

Deciding

Initial

Source of

To

develop

Feed aValidated by

Hire an

Future

Systems

Engineers

for

Responsible for

Help manage

Must manage the Of the

Must ensureOf the

For the

For the

ofenabling

Built &

used by

defines

supports

for

of

Between

Manage

Improving

Critical to

enabling

spurs

need

Managing

the

Strategy

System

Complexity

Configuration

Management

Actors

Domain

Structure

Processes/

Resources

Legend

Increasing

Authoritative Source of Truth 1

DoD Policy

Government

Program/

Enterprises

To provide

Authoritative

Source of Truth

Central Data

Repository

Model Libraries

Common Data

Baselines

(like FMECA)

Provide

To set

Which

governs

Driving

strategy

from the

Leads to

inability to

sustain

Strategy

System

Complexity

Actors

Domain

Structure

Processes/

Resources

Legend

Increasing


Authoritative

Source of Truth

Central Data

Repository

Model Libraries

Common Data

Baselines

(like FMECA)

System

Characteristics

Connectedness

Safety

Reliability

Security

Size

Weapon System

Acquisition

Sustainment

Production

Development

Concept

drives

Weapon

Systems

Other

Programs

Constituent

Systems

Which are

dependent

on

provide

Systems-of-

Systems

Analysis

Needs

access

to

Define

Is a feature

of today’s

Needing a

Initial

Source of

To

develop

Strategy

System

Complexity

Actors

Domain

Structure

Processes/

Resources

Legend

Increasing


Authoritative

Source of Truth

Central Data

Repository

Model Libraries

Common Data

Baselines

(like FMECA)

System

Characteristics

Connectedness

Safety

Reliability

Security

Size

Weapon System

Acquisition

Sustainment

Production

Development

Concept

drives

Weapon

Systems

Other

Programs

Constituent

Systems

Which are

dependent

on

provide

Systems-of-

Systems

Analysis

Needs

access

to

Define

Is a feature

of today’s

Needing a

Initial

Source of

To

develop

Strategy


Developers

Procurement

Program Managers

Is too great to be

understood by

individual

Working for

System

Complexity

Configuration

Management

Actors

Domain

Structure

Processes/

Resources

Legend

Increasing


DoD Policy Domain Specific

Federated Data Set

Government

Program/

Enterprises

To provide

Authoritative

Source of Truth

Central Data

Repository

Model Libraries

Common Data

Baselines

(like FMECA)


Cloud Server

Single Portal

Computing

System

Ontology &

Data Standards

Data & Model

Availability

Instantly

on the

Provide

Everything is

on the

Desktop when

Needed

To set

Which

governs

Driving

strategy

from the

Leads to

inability to

sustain

Resides in

Makes

up the


Developers

Procurement

Program Managers

Weapon System

Acquisition

Sustainment

Production

Development

Concept

Is too great to be

understood by

individual

Needs

access

to

Define

Working for

Strategy

System

Complexity

Design

Escapes/

Defects

Actors

Domain

Structure

Processes/

Resources

Legend

Increasing


Authoritative

Source of Truth

Central Data

Repository

Model Libraries

Common Data

Baselines

(like FMECA)


Cloud Server

Single Portal

Computing

System

Finding &

Using Data

By better

managing

To Eliminate/

Reduce/

Control

Everything is

on the

Desktop when

Needed

Resides in

for

System

Characteristics

Connectedness

Safety

Reliability

Security

Size

drives

Weapon

Systems

Other

Programs

Constituent

Systems

Which are

dependent

on

provide

Systems-of-

Systems

Analysis

Is a feature

of today’s

Needing a

Initial

Source of

Strategy

System

Complexity

Design

Escapes/

Defects

Actors

Domain

Structure

Processes/

Resources

Legend

Increasing


Authoritative

Source of Truth

Central Data

Repository

Model Libraries

Common Data

Baselines

(like FMECA)


Cloud Server

Single Portal

Computing

System

Finding &

Using Data

By better

managing

To Eliminate/

Reduce/

Control

Everything is

on the

Desktop when

Needed

Resides in

for

System

Characteristics

Connectedness

Safety

Reliability

Security

Size

drives

Strategy

Standards

Is a good

starting

place for

Has existing

Digital Models

Contractor

Owned

Government

Owned


Developers

Procurement

Program Managers

System

Complexity

Configuration

Management

Design

Escapes/

Defects

Actors

Domain

Structure

Processes/

Resources

Legend

Increasing

Is too great to be

understood by

individual


Domain Specific

Federated Data Set

Government

Program/

Enterprises

Authoritative

Source of Truth

Central Data

Repository

Model Libraries

Common Data

Baselines

(like FMECA)

Tech Data

Procurement

Test

Data


Cloud Server

Single Portal

Computing

System

Extracted

from

Data & Model

Availability

Instantly

on the

Finding &

Using Data

To Eliminate/

Reduce/

Control

Everything is

on the

Desktop when

Needed

Create

Buy-in

Which

governs

Driving

strategy

from the

Leads to

inability to

sustainWho

produce

Resides in

Makes

up the

Deciding

Feed aValidated by

for

of

Strategy

Critical to

AI-enabled Big

Data Tools

Help manage

Digital Models

Contractor

Owned

Government

Owned

Design

Escapes/

Defects

Actors

Domain

Structure

Processes/

Resources

Legend


Test

Data


Cloud Server

Single Portal

Computing

System

Extracted

from

Finding &

Using Data

To Eliminate/

Reduce/

Control

Everything is

on the

Desktop when

Needed

Validated by

for

Strategy

Trust

Enables

Warfighter

Agility

Use

Knowledge

Translation

Future

Systems

Engineers

For the

Built &

used by

supports

for

Between

Improving

Digital Models

Contractor

Owned

Government

Owned

Actors

Domain

Structure

Processes/

Resources

Legend


Strategy

Warfighter

Use

Tech Data

Procurement

Realm of

the Possible

Innovation

Competition

System

Updatesof

enabling

enabling

spurs

need

Managing

the

Interoperability

defines

For the

Digital Models

Contractor

Owned

Government

Owned

Actors

Domain

Structure

Processes/

Resources

Legend


Strategy

Knowledge

Translation

Future

Systems

Engineers

Built &

used by

supports

for


Cloud Server

Single Portal

Computing

System

Data & Model

Evolution

Version

Control

Govern

of

Manage

IT Savvy Workforce

More flexible

More distributed

System

Engineering

Government

Program/

Enterprises

Hire an

Must manage the Of the

Must ensureOf the

Scale and

Complexity

Endurance

25

Agenda

• Introduction



• Systemigram


SERC Project RT-182


Acquisition

26

Outcomes and Next Steps

• Created holistic model of DoD Acquisition Enterprise change as DE is gradually adopted

• Good agreement across stakeholders on the nature of the strategy

• Descriptive modeling process reveals scope of change

• Testing insights in multiple forums using Systemigrams

• Next steps:

―What do program offices need to emphasize?

―What are the short and long-term metrics for success?

Questions?

Thank you!

the authoritative source of truth...the authoritative source of truth enterprise systems-of-systems...

Documents